Project Management Institute (PMI) has a standard by the name, OPM3 (Organizational
Project Management Maturity Model (OPM3), OPM3 has turn out to be an effective
model for organization to effectively implement policies and accomplish its goals
constantly and surely. This research study is the comparison between the Software
project management best practices in Pakistan and the organization project management
(PMM) and selecting the OPM3 model for the research. Furthermore, the research
application of the OPM3 assessment tool. Also this research provides the current
Software project management best practices in software industry of Pakistan. The scope
of this research is limited to the Software Project Management Domain and to the
One of the most powerful analysis considered sometimes is one that combines
this study, it has been tried to use both content and textual analysis approaches.
As the OPM3 improvement stages are recognized by the PMI as four main stages:
1. Standardization.
2. Measurement.
3. Controlling.
4. Continuously Improvement.
1
The questionnaire comprising of twelve OPM3 and four own level of PMM interview
questions, which have been asked in face to face from twelve different experts of
software industry.
2
1 CHAPTER ONE: INTRODUCTION
In this chapter the introduction of the thesis is provided. The scope of this research and
why the research has been carried out are briefly described in the start. Later, research
questions have been answered through this research and consensus on rationale response
1.1 Purpose
The main purpose of this research is to critically review the Software project
What best practices for project management are used in Pakistans software
industry?
Why software industry in Pakistan is not using the best practices as per OPM3?
The research is limited in scope to know about the current best practices of software
project management in Pakistans software industry and compare it with OPM3 best
practices.
The work done during this study has briefly been described in below lines:
3
An open ended questionnaire is prepared to identify difference between
practices.
Results are analyzed and finding are provided for software industry to improve
industry growth.
What are the current best practices for software project management in
Pakistan?
What are the differences between current best practices of software project
How to link best practices of OPM3 and best practices of software project
management in Pakistan?
4
1.5 Theoretical framework
1.5.1 Interviews
Interviews are the primary data collection source for this research. Interview questions
were open ended and designed to do analysis of the current software project
management best practices and to get information about OPM3 best practices in
1.5.2 Sample
Interviews were conducted with a project managers of 12 different software houses most
of them were having experience of more than 8 years in software industry of Pakistan.
100 percent of the interviews for this research have conducted in person. No other
Each interview was 15-20 minutes in duration. Interviews were conducted at a software
house.
Information about the purpose of the study was provided at the start each. Availability of
the interviewer was confirmed prior to the interview to ensure focused answers to the
interview questions.
For this research, extensive Interviews of concerned employees in software houses as per
the scope of study have been used as the primary data. In addition to interviews,
observation has been used to review the current best practices of software project
5
1.5.5 Data Collection Method(s)
management best practices and on the basis of OPM3 standard best practices.
Observation has also been used to collect the data in addition to interviews.
Qualitative textual analysis of the interviews converted into text has been done for a
1.5.7 Classification
This research study can be classified into explanatory, deductive research, descriptive
A variety of factors limited the extension of this research and/r constrained the
scope as in follows:
in
Interviews are conducted from the software houses which are located in
management
6
The study is time bound and has been completed within two semesters (eight
months)
7
2 CHAPTER TWO: LITERATURE REVIEW
perform benchmarking and hence are adding substantial value to modern organizations
Previous researches referred the roots of maturity concepts to the Total Quality
process control techniques showed that in any maturity improvement process :1) the
Carnage-Mellon University between 1986 and 1993 (Schlichter J. 2003) developed the
Capability Maturity Model (CMM) (which has improved later to CMMI) to obtain the
Previous studies showed that there are many types of maturity models that are
processes. According to Kohlegger et al (2009), there are over 70 different maturity models
8
each model before developing or revising it (Kohlegger et al., 2009, cited by Karim,
9
Figure2: Capability Maturity Model Integration
10
Figure4: Organizational Project Management Maturity Model
(Karim, S.B.A. et al., 2014) explained that there are 25 examples of maturity
models that are used for the assessment and improvement project management
11
10. IT Service Capability Maturity Model (IT Service-CMM),
sectors, scope, levels, self-assessed, facilitator-led, and accreditation for each model
applied by different organizations with different business activities (Montero G., 2013).
This means that not all PMMMs are the same and not applicable for all companies,
organizations, and firms. Some PMMMs are applicable for software institutes, others for
human capital.
12
by Project Management Institute (PMI), is one of the effective and instrumental
PMMMs. This research has selected OPM3 as the best PMMM that can be more
2.2 Definitions
target to be finished inside specific specifications within the defined start and end dates,
finance limits, and devour human and non-human resources. (Kerzner, 2009). It is also
resources are organized in a novel way, to undertake a unique scope of work, of given
organization that is created for the purpose of delivering one or more business products
according to an agreed Business Case (OGC, 2009). Projects are defined as a locus of
attention for strategy implementation and organizational and project learning (Pemsel et al
2014).
From the literature above, it can be understood that each project has its parameters as
time, cost, scope, schedule and quality. In addition, each project has its specific resources
and limitations/constraints such as: definite start and deadline, specific allocated budget,
human resources with variety of skills and knowledge, tools and mechanism,
13
Technologies, materials, regulations and laws concerning the environmental and safety aspects,
and finally , but importantly, the shareholders/customers satisfaction. These factors almost
always vary from one project to another and significantly impact on project type, size, and
Due to the dynamic nature of projects in terms of type, size, and complexity,
of work force and materials for the projects. These uncertainties create different scenarios for
project managers to select and perform an optimal approach in managing their projects through
the project life cycle in which the projects outcomes align with the organizations objectives.
Therefore, understanding project management knowledge has become the key and essential
requirement.
From the literature review of the history of project management, it can be found that for
centuries, project management basically has been used to create change or deal with change in
contribution arising from the management discipline (Cleland and Gareis, 2006).
survive, many organizations within the firm consider project management as being mandatory
and project management has become an important field of study in many colleges and
14
For many organizations, in order to satisfy the different needs of application areas within
important means to characterize, define, and understand this field to emphasize strengths, bases,
According to Roland Garies (1994), there are two main approaches of project
management based on the way in which projects are observed; first, traditional method-oriented
project management approach which is based on the insight of projects as tasks with special
features, and second; systematic and process-oriented project management approach which is
based on the perception of projects as temporary organizations and as social systems. Project
management can be defined as the discipline of planning, organizing and managing resources to
bring about the successful completion of specific project goals and objectives (Chatfield, 2007).
The PMI, under its publication (PMBOK Guide 5th edition 2013), defines project
management as the application of knowledge, skills, tools, and techniques to project activities to
meet the project requirements. Also, the PMI PMBOK Guide defines the project management
Closing Initiation
Monitorin
g and Planning
Control
Execution
15
Furthermore, it is significant for organizations to identify, plan, manage, and control
programs, and portfolios in alignment with the achievement of strategic goals (PMI OMP3
16
organizational strategy producing better performance, better results, and a sustainable
organizational strategy (mission, vision, objectives, and goals), people (having competent
resources), and processes (the application of the stages of process improvement) (PMI OPM3
2013).
The continuous change in the industry environment creates more challenges for
Organizations to survive and gain profit within dynamic competitive environment. For that,
policies develop organizational changes within the organizational structure and organizational
context. The significant way to solve issues associated with these changes is to establish/embed
an effective entity within dynamic organization structure which is known as Project Management
Since 1990s, PMO has become a significant and common phenomenon in project
management that many organizations are interested in to improve and sustain as specialized
Dai and Wells (2004) noted that despite adapting project management process within
organizations, many projects fail due to lack of strong project performance, therefore, the key
solution is establishing project management office. The PMO, also known as a center of
teams and different management levels within the organization in successfully implementing
17
project management concepts, tools, and techniques (Dai and Wells, 2004).
According to the PMI PMBOK Guide (2013), PMO is a management structure that
standardizes the project-related governance processes and facilitates the sharing of resources,
PMO can refer to (Portfolio, Program, or Project) management office and can be defined
as an organizational body assigned with various responsibilities related to the centralized and
coordinated management of those projects under its domain. (PMI OPM3 Knowledge
Foundation 2013). The range of PMO responsibilities can be from providing project
management support functions to actually being responsible for the direct management of one or
To keep the consistency and alignment between the projects and programs with the
organizations objectives, a PMO can take a delegated role as an essential stakeholder to decide on
managers in many different ways, such as; developing and managing shared documentation
(project policies, procedures, and templates); coaching, mentoring, training, and oversight;
Managing shared resources across all projects administered by the PMO; and coordinating
From previous researches and descriptive surveys, posed to number of organizations regarding
the existence of PMOs, the value of PMOs for organizations is often debatable (Gorshkova E.,
- 42% of the respondents confirmed that the relevance or even the existence of the
18
PMO been seriously questioned in their organizations in recent years (Hobbs et al,
2007).
- 60% of respondents claimed that the value of PMO being argued by the senior
- 41% of respondents from non-PMO staff found role fulfilment by PMOs in their
Based on the degree of control and influence that PMO has on projects within the
organizations, there are several types of PMO structures; supportive, controlling, and directive in
which each type has its own role, deliverables, the service provided to projects, and the degree of
controlling the projects (PMBOK Guide 2013) which can be illustrated as in Table 1.
19
Table 1. Types of PMO Structures
PMO
PMO PMO PMO PMO
Degree of
Type Role Deliverables Service
Control
- Best practices,
- Training,
projects.
means,
conformance to governance.
PMOs controls
20
2.2.5 Types of Organizations
reporting structure (PMI PMBOK Guide, 2013). To manage a project, a specific company or an
authority has to set up a project group, which can supply the different kinds of resources for the
project and service it during its complete life cycle (Lester A, 2006). Kerzner defines three types
2001). While Lester classifies these types as; functional, matrix, and project or task force (Lester
A, 2006).
The PMI PMBOK Guide (2013) explains the three types of the organizations as follows:
are independent from each other in implementing the project assigned to each
department. Each employee has one clear superior in the organization hierarchy and the
team members are assigned by their specialty at the top level for different divisions such
the level of power and influence between managers of functional and projectized
organizations. The more projectized characteristics the matrix organization has, the
stronger the matrix organization is and vice versa. While the balance matrix is in between
depending on the project management needs of the power and authority of project
21
which team members are co-located and can report to the project manager or support
services to the different projects. The project manager has a great deal of authority and
independence. The co-located teams are well collaborative and communicated to obtain
PBO, as explained in the previous section, is one of the organizational structures that
departments/divisions.
Based on some studies, the PBO is preferable among many organizations rather than the
functional and matrix organizations assuming that PBO is more suitable for organization
(Hobday 2000).
forms that involve the creation of temporary systems for the performance of projects. PBOs conduct
the majority of their activities as projects and/or provide project over functional approaches. PBOs
emphasizes on projects rather than functional approaches to conduct the majority of their activities to
provide more advantages that other types of organizations. PBOs manage portfolios and resources in
a way that ensure high level of integration, effective communication, more project emphasis (PMI
OPM3, 2013).
PBO is considered as the ideal type of project organization by which the project manager has
22
2.2.7 Portfolios, Programs, and Projects
managed as a group to achieve strategic objectives (PMI PMBOK Guide, 2013). Programs consist
of subprograms and individual projects that are managed with better performance and outcomes than
if these projects are managed individually. The projects within a portfolio may not be included to any
programs but are linked to the strategic plan of the organizations portfolio. Therefore, the
relationship between the programs and projects may not necessarily be interdependent or directly
related, however, they are linked to the strategic plan of the organizations portfolio (PMI PMBOK
Guide. 2013). Figure 2 illustrates the relationships between portfolios, programs, and projects.
As the industry environment has seen dramatic change recently and become more complex,
the application of management skills, tools, approaches, techniques, and technologies become
imperative for organizations to increase their efficiency and productivity. Many organizations
23
nowadays are working to deal with more than one project to increase the return of investment. In
order to sustain and compete within the dynamic competitive business industry, they improved their
Therefore, to obtain this significant objective, it has become critical for organizations to
measure, standardize, and conduct improvements processes for better future. By proceeding
these imperative steps, the organization can assess its maturity in terms of project management
Many resources (dictionaries and researches) have defined the maturity word in
different ways and perspectives. For instance, the word maturity is defined as the state or
conditions of being mature, ripe, fully developed, and approaching perfection (Websters
dictionary) and having reached the most advanced stage in a process (the Oxford Dictionary of
English Dictionary (ODE 2010), we can say that maturity is the quality or being mature.
take responsibility. (Lester 2006). In general, the theory of maturity, has been the subject of a
remarkable number of studies, and this idea progressed into what is now known as maturity (Dinson,
2003). To define the maturity to an company, it can be refer to a perfect state of the organization to
Maturity is also defined as one of the organizational life cycle phases. In Kerzner project
management maturity model (PMMM), the maturity is the fifth (last) phase of the life-cycle
phases for project management maturity, which are: Embryonic Phase, Executive Management
maturity as the development of systems and processes that are repetitive in nature and provide a
24
high probability that each project will be a success.
While in the PMI OPM3 model, the organizational maturity phase is located as the third
phase between four phases as: Birth or Startup, Growth, Mature Operation, and Decline or
evolution. (PMI OPM3, 2013), and the PMI defines the maturity concept as the degree to which an
On the other hand, the PMI OPM3 defines the maturity through the existence of best
indicates the current organizations project management performance, processes, and practices
The maturity level has become an indicator to organizations performance and efficiency.
Based on (Pennypacker, 2002) studies, 30% of mature organizations showed more than 25%
that the higher the maturity levels of an organization, the better its performance in all observed
25
reported an average maturity score of 2.5, furthermore, the findings concluded that the percent of the
companies that wished to increase their maturity level was 60% and 71% for those who wanted to
increase their level by more than one step (Oforil and Deffor, 2013).Grant and Pennypacker (2006)
conducted a survey of 126 organizations from different industries, the results showed that the median
project management model level is to 2 out of 5 with respect to 36 of the 42 components analyzed.
Accordingly, maturity concept has become a significant process for many organizations seek higher
performance and efficiency to manage their projects successfully with the desired outcomes.
On the other hand, (Andersen and Jessen, 2003), mentioned that there is no fully matured
organization in the real world that has achieved the highest level of developments and no one
will.
Organizations attempt and desire to have higher level of maturity, however, the process
to achieve any desired level of maturity needs the implementation of effective and suitable
standard methodology and processes such that there exists a high likelihood of repeated
successes. (Kerzner, 2009), in other words, the process requires the implementation of
2.3.1 Introduction
For any organization to survive, sustain, and keep on track, it is essential to manage
the potential changes within the organizational structure (internal changes) and the industry
environment (external changes). The internal change has become an imperative to fulfil the
organizational strategic objectives in alignment with the value interests of variety of disciplines
and stakeholders within the organization. Conversely, the external changes are inevitable due to
attempt to gain a competitive advantage to face possible challenges that may increase the
26
potential threats to the organization.
For successful outcomes from the change management processes, organizations should
implement its strategy successfully, consistently, and predictably, and one of the best ways to
In this chapter, the research provides an overview of OPM3 including the OPM3
concepts and definition, the history of OPM3, benefits of OPM3, examples of OPM3 application,
OPM3 elements, OPM3 domains, OPM3 processes, OPM3 construct, and OPM3 assessment
The Project Management Institute (PMI) defines the OPM3 as an acronym for
Organizational Project Management Maturity Model, and it is a standard developed under the
supervision of the PMI. (PMI OPM3, 2003). This norm is an helpful way to help firms to
recognize its organizational management and to assess its organizational project management
maturity depending on well-known best practices. OPM3 is an effective way to link the gap
between the organizational strategy and successful projects (PMI OPM3 Knowledge
Foundation, 2003).
The OPM3 program objective is to support firms to enhance the skills that toughens the
enterprise-wide procedures used in the areas of Portfolio, Program, and Project management within
the firm in alignment with the strategic objectives (Kevin P. Grant and James S. Pennypacker, 2006).
OPM3 is a significant means to increase the performance within organizations through a positive
relationship between organizational project management and the performance of the participants in
the project.
27
Integrating OPM3 into organizational project management processes changes the
portfolio, program, and project domain processes into high-quality that are well understood,
repeatable and predictable (PMI OPM3, 2003). Relating OPM3 with other PMMMs, the PMI
indicated that OPM3 is more flexible and scalable than other models in which any organization
can adopt it, regardless of types, sizes, complexity, geographic location, age, maturity, and other
OPM3 model can be applied for any domain of Project, Program, or Portfolio (PPP)
The history of OPM3 started in 1998 as a story of a team established by the PMI,
in which hundreds of unpaid volunteers from variety of professionals across the world joined the
process to put the first cornerstone to develop an international standard. The Capability Maturity
Model (CMM), developed by the SEI, was the common maturity model at that time, and the PMI
standards teams determined developing such standard and even better. This standard was
considered by the PMIs team as the first of its kind based on several characteristics that may
distinguished this standard/model from other PMMMs. According to (Schlichter, J. et al. 2003),
- The OPM3 standard can help organizations to measure and improve their project
through projects,
- The OPM3 standard as a PMMM to set standard for excellence in project PPP
management best practices and explain the skills necessary to achieve these best
28
practices.
In 1999, John Schlichter became the Program Director of the OPM3 Program after he joined
a core team called as the Guidance Team which was grouped from 800 of volunteers across 35
countries to participate in the program and they spent between four to five years to create the
The mission of the program was to develop a maturity model that delivers methods for
evaluating and emerging skills that enhance an firms ability to deliver projects successfully,
constantly, and certainly in order to achieve the strategies of the organization and improve
organizational efficiency. The leaderships idea was to create a broadly and willingly validated
maturity model that is recognized internationally as the standard to develop and assess PM
The PMI research teams identified 27 PMMMs, accordingly, seventeen sub-teams were
formed to review a representative selection of those models. Based on the results of sub-teams
research, the OPM3 leaderships at the PMI found that there are questions left unanswered by the
existing models regarding project management maturity. Therefore, the OPM3 would significantly
benefit PMIs stakeholders. The main objective of the research was to develop best practices in
project, program, and portfolio management. These best practices were defined as Capability
In the earlier stages of emerging OPM3 standard, the Self-Assessment Module (SAM),
(as known as OPM3 Online assessment tool), was used by many organizations and companies
29
for assessment OPMM. However, the SAM (OPM3 Online) was no more used because of some
- The users of OPM3 Online tool had to answer about 150 questions including project,
program, and portfolio management at the same time which could not be emphasized on
could not give partial credit for partially implemented best practices. Therefore, the
more flexible and applicable than the OPM3 Online tool and it helps the organization to
determine actual maturity per the Capability-Outcomes of the OPM3 Standard. Thus,
select specific area for assessment and improvement without conducting the process
through the entire areas of project management improvements across the organization.
The PMI has published the first edition of OPM3 standard as Project Management
Maturity Model (OPM3) Knowledge Foundation in 2003, the second edition in 2008, and the
third edition in 2013. In these publications, the PMI incorporated the knowledge from its most
famous publication of Project Management Book of Knowledge Guide (PMBOK Guide), which
has five versions/editions (the 1st edition was published in 1987, and the 5th in 2013).
management for project, program, and portfolio by convert strategy into successful results in a
1) Knowledge,
2) Assessment
30
3) Improvement
(PMI OPM3, 2003) indicated that OPM3 application effectively supports organizations to
- Support organizations to evaluate its current maturity and how to step for higher
Practices,
participants in the PM processes through wide range of benefits (PMI OPM3, 2013) as in
the followings:
- Improve PM performance,
- Increase productivity,
31
- Increase profitability,
- The organization brings out the right projects and gives resources properly,
- There is a clear understanding of the linkages between strategic vision, the initiatives
that support the vision, and the aims and deliverables to be completed by portfolios
of programs and projects, and The stakeholders are aligned with market demands.
2.4.1 Knowledge
understand OPM, definition and application toward organizational management maturity, terms
of OPM3 standard, OPM3 steps, OPM3s appendices, glossary, and indices. (PMI OPM3,
2003).
2.4.2 Assessment
Supports the firms to calculate their current OPM and organizational project management
32
2.4.3 Improvement
After conducting the valuation process, the firm can identify new set of Competences
According to the Project Management Institute (PMI) and the PMBOK Guide,
the organizational project management can be divided into three domains as following:
The basic domain of OPM3 is the Project Management Domain which deals with
individual projects. Two or more projects can comprise the second domain as Program
Management Domain.
coordinated way to obtain benefits and control not available from managing them
individually.
PMBOK Guide - Chapter 3, explains that the project management domain consists of
33
Initiating
Process
Group (PG1)
Closing Planning
Process Process
Group (PG5) Group (PG2)
PM-
Processes
Monitoring
and Executing
Controlling Process
Process Group (PG3)
Group (PG4)
The PMI defines a Best Practice as an optimal way currently observed by industry
to achieve stated goal or objective. For organizational project management this includes the
strategies.
2.7.1.1 Capabilities
A Capability can be defined as a specific competency that helps an organization to execute project
management processes and deliver projects management services and products. The existence of
successful Outcomes is important to determine Capabilities, by which two or more Capabilities are
2.7.1.2 Outcomes
34
Outcomes.
The Outcomes that are created by the application of a Capability can be determined either
The OPM3 improvement stages are recognized by the PMI as four main stages:
1. Standardization,
2. Measurement,
3. Control, and
4. Improvement
These are the stages that each organization should obtain them stage after stage to
the Competences DO NOT follow the SMCI process enhancement path (PMI OPM3, 2008).
can be leveraged to support and bear the implementation of Best Practices (PMI OPM3, 2013).
- Sponsorship,
- Governance,
- Benchmarking,
35
- Strategic Alignment,
- Resource Allocation,
- Organizational Structures,
- Management Systems,
- Competency Management,
achieving the SMCIs Best Practices within the project management domains of projects,
programs, and portfolios, supported by the Organizational Enablers (OEs) Best Practices.
The PMI developed two different tools to assess current state of maturity of an
organization and then use the outcomes of this assessment to improve the organization maturity
36
stage in the future. These two assessments tools are explained as follows:
When the PMI research teams developed OPM3 standard in 2003, it provided the
Self-Assessment Module (SAM). First, the tool was offered as a CD accompanying the book of
OPM3 Knowledge Foundation- First Edition-2003. Later, it was offered as an online process via
the Internet and was known as OPM3 Online 2. The process consists of (151) questions to be
The PMIs experts realized that the (SAM) or OPM3 Online was ineffective tool for
assessing and implementing OPM3. Therefore, PMI withdrew the OPM3 Online assessment tool
and reverted to the better tool created in 2005, which is called (OPM3ProductSuite).
As an effective tool to better assess and develop an organizations maturity, PMI aided by a
strategic partnership, Det Norske Veritas (DNV) a Norwegian Company, developed the (OPM3
ProductSuite) assessment tool to be used as an effective tool to evaluate and improve organizations
maturity. It has three elements; certification, tools, and services. OPM3 ProductSuite is a
combination of advanced tools that achieve the standards original intention of assessing
organizations in terms of the capabilities and outcomes that are in the best practice buckets.
The OPM3 ProductSuite consists of 488 Best Practices (BPs) and 412 of them are
(Project, Program, and Portfolio) Management Processes. Each domain has its specific number
37
of processes (42, 47, 13) respectively. And each process requires (15) Capability-Outcomes, in
the fundamental steps of OPM3 assessment and improvement stages. The PMI has indicated that
the main steps for assessment and improvement are five steps;
2) Perform Assessment,
38
2.13 Venn diagram
Pakistan
Software
Industry
Software
OPM3 Best
Project
Practices
Management
39
3 CHAPTER THREE RESEARCH METHODOLOGY
3.1 Preface
In this chapter the research methodology used to achieve the objective of this research study is
described. It describes the data collection method and the techniques used for the investigation
It is a qualitative research in which delphi technique has been used to ask experts
opinion. Open ended interview for software project management best practices & for OPM3
standard has been prepared to ask all experts. The interview questions has been analyzed and
summed up and the results has been shared with all stakeholders.
40
3.3 Research Process Research Problem
Identification
Define Search
Objective
Literature Review
Pakistan
OPM3 Software
Industry
Data
Collection
(Inputs)
Pakistans
OPM3 Best Data Analysis Software
Practices Industry
Best
Practices
Assessment Results
Conclusions &
Recommendations
41
3.4 DATA COLLECTION
One of the most powerful analysis considered sometimes is one that combines quantitative
(content analysis) and qualitative (textual analysis) assessment of texts. In this study, it has been
As the OPM3 improvement stages are recognized by the PMI as four main stages:
Continuously
Standardize,
Improve
Control Measure,
The questionnaire comprising of twelve OPM3 and four own level of PMM interview questions,
which have been asked in face to face from twelve different experts of software industry.
42
The data is then analyzed using both techniques:
4.1 Introduction
The questionnaire comprising of twelve OPM3 and four own level of PMM interview questions,
which have been asked in face to face from twelve different experts of software industry, and
their responses have been summed up to prepare a list of most appropriate solutions The reason
why interviews from twelve interviewees are According to review paper: How many qualitative
interviews are enough? of National Centre for Research Methods, S. E. Baker and R. Edwards
To do quantitative content analysis, the answers of the interviewees have been to be given with a
All of the responses to the questions from interviewees have been given with the suitable OPM3
In below excel sheets the quantitative analysis of the content is presented in tables for each
improvement stage.
43
Standardize
1 2 3 4 5 6 7 8 9 10 11 12
Q1 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q2 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q4 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q5 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q11 No No No No No No No No No No No No
Q12 No No No No No No No No No No No No
Table 2: Experts responses for the standardization of project, program & portfolio management
44
Project Level Standardization
0%
Standardize
Not Standardize
100%
33%
Standardize
Not Standardize
67%
45
Portfolio Level Standardization
0%
Standardize
Not Standardize
100%
Measure
1 2 3 4 5 6 7 8 9 10 11 12
Q1 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q2 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q4 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q5 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
46
Q10 No Yes No Yes No No No No Yes No No Yes
Q11 No No No No No No No No No No No No
Q12 No No No No No No No No No No No No
Table 3: Experts responses for the measure of project, program & portfolio management
0%
Measured
Not Measured
100%
47
Program level Measurement
33%
Measured
Not Measured
67%
0%
Measured
Not Measured
100%
48
Control
1 2 3 4 5 6 7 8 9 10 11 12
Q1 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q2 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q4 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q5 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q11 No No No No No No No No No No No No
Q12 No No No No No No No No No No No No
Table 4: Experts responses for the controlling of project, program & portfolio management
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Project Level Controls
17%
Controlled
Not Controlled
83%
8%
Controlled
Not Controlled
92%
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Portfolio Level Controls
0%
Controlled
Not Controlled
100%
Continuously Improve
1 2 3 4 5 6 7 8 9 10 11 12
Q1 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q2 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q4 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
Q5 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
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Q10 No Yes No Yes No No No No Yes No No Yes
Q11 No No No No No No No No No No No No
Q12 No No No No No No No No No No No No
Table 4: Experts responses for the improvement of project, program & portfolio management
25%
Improve
Not Improve
75%
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Program level Improvement
8%
Improve
Not Improve
92%
0%
Improve
Not Improve
100%
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4.3 Qualitative Textual Analysis
The interviewees group of experts which all were software industry experts have come up
with almost same responses. The qualitative analysis is divided into below three parts:
Project Management:
In response to the questions related to project management process group, twelve out of
twelve software house expert responded that they have standards which they measure and
control and they are also continuously improving these for all the process groups.
In response to questions related to experts own level of PMM below are the responses for
1. Three out of twelve respondents are familiar with the project management procedures and
standards, and nine out of twelve are not familiar with the project management
2. Ten out of twelve respondents are familiar with the methods to continuously improve the
3. Nine out of twelve respondents are familiar with the methods to control projects.
4. Eleven out of twelve respondents are familiar with the methods to measure
performance(KPIs)
All the twelve software houses are using agile software development methodology in which
scrum is followed as software development life cycle, in which project is initiated and all the
user stories are locked in a product back log and from product back log these stories came to
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implementation phase then to testing phase and then to release phase, in which product is
Program Management:
In response to the questions related to program management process group, eight out of
twelve software house experts responded that they dont do anything related to program
management as they dont have program management in their organizations and all of them
are project based organizations, and four out of twelve software house experts responded that
they have standards which they measure and control and they are continuously improving
In response to questions related to experts own level of PMM below are the responses for
1. All twelve respondents are not familiar with the project management procedures and
standards.
2. All twelve respondents are not familiar with the methods to continuously improve the
skills.
3. All twelve respondents are not familiar with the methods to control projects.
4. All twelve respondents are not familiar with the methods to measure performance(KPIs)
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Portfolio Management:
In response to the questions related to portfolio management process group, twelve out of
twelve software house experts responded that they dont do anything related to portfolio
In response to questions related to experts own level of PMM below are the responses for
1. All twelve respondents are not familiar with the portfolio management procedures and
standards.
2. All twelve respondents are not familiar with the methods to continuously improve the
skills.
3. All twelve respondents are not familiar with the methods to control projects.
4. All twelve respondents are not familiar with the methods to measure performance(KPIs)
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5 CHAPTER FIVE FINDINGS, CONCLUSIONS &
RECOMMENDATIONS
The work described in this thesis is concentrated on to give a complete understanding of the
critical analysis of software project management best practices in Pakistan and OPM3 best
practices. This chapter is a brief overview and the conclusion of the research.
Recommendations are presented on the basis of conducted research. Future work is proposed
at the end.
5.1 Findings
Detailed discussions with all experts reveals that:
management, as software industry is not following any maturity model, even CMMI
2. As per the analysis in the previous chapter it can be seen that Pakistan software
industry is following project management level best practices only because industry is
4. Pakistan software industry is not following any maturity models even other than
OPM3.
5. Most of the software industry is project based, as most of the industry is working with
6. As per the analysis most of the project managers are only technical people and they
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7. Pakistan software industry dont have much certified project managers because as
said in the previous point most of the project managers are only technical people.
5.2 Conclusions
From the research conducted one can conclude that Pakistani software industry is following
best practices at project level but not working on program and portfolio management.
Pakistan software industry is not using any maturity model even CMMI is not followed
which is specially designed for software industry. Most of the industry have project managers
who are only technical people and dont have much knowledge about maturity models. If
Pakistans software industry need to grow then it should follow some MM and should have
5.3 Recommendations
Following are some recommendations:
1. Pakistan software industry should have program management and portfolio
management.
2. Pakistan software industry should follow best practice of program and portfolio
management.
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5.4 Future Work
1. A study may be carried out to improve software project management in light of
OPM3.
2. As this study is conducted for Pakistan only, it may be expanded for the world.
3. A study may be carried out to compare software project management best practices in
Pakistan and software project management best practices in rest of the world.
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